Skip to main content
SpringerLink
Log in

Business Model Research Agenda Positioning: Conceptual Frameworks, Functions, Benefits, Rationale, Dynamics, Performance, and Economic Feasibility

  • Chapter
  • First Online:
Foreign Direct Investment Inflows Into the South East European Media Market

Part of the book series: Media Business and Innovation ((MEDIA))

Abstract

The concept of the BM first appeared over half a century ago in an article investigating the construction of business game revenue source model for training purposes (Bellman et al. 1957; Desmarteau and Saives 2008). The term is mentioned just once: “And many more problems arise to plague us in the construction of these business models than ever confronted an engineer” (Bellman et al. 1957: 474). The term did not see widespread use for decades. Until its reappearance in 1970s in computer science journals. Among the first who used the term business models in the context of data and process modeling were Konczal (1975) and Dottore (1977). In information management, business models were used to model a firm with all its processes, tasks, data, and communication links to build an IT system to supporting the firm in its daily work.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Afuah, A. (2004). Business models: A strategic management approach. Boston: McGraw-Hill/Irwin.

    Google Scholar 

  • Afuah, A., & Tucci, C. L. (2000). Internet business models and strategies: Text and cases. New York: McGraw-Hill Higher Education.

    Google Scholar 

  • Afuah, A., & Tucci, C. L. (2001). Internet business models and strategies: Text and cases (4th ed.). New York: Irwin/McGraw-Hill.

    Google Scholar 

  • Afuah, A., & Tucci, C. (2003). Internet business models and strategies (2nd ed.). New York: McGraw-Hill.

    Google Scholar 

  • Agar, M. (1980). The professional stranger: An informal introduction to ethnography. New York: Academic. pp. xi, 227.

    Google Scholar 

  • Al-Debei, M. M., & Avison, D. (2010). Developing a unified framework of the business model concept. European Journal of Information Systems, 19(3), 359–376.

    Article  Google Scholar 

  • Al-Debei, M. M., El-Haddadeh R., & Avison, D. (2008a). Defining the business model in the new world of digital business. In Proceedings of the 14th Americas conference on information systems AMCIS’08, Toronto, Canada (pp. 1–11).

    Google Scholar 

  • Al-Debei, M. M., & Fitzgerald, G. (2010). The design and engineering of mobile data services: Developing an ontology based on business model thinking. In J. Pries-Heje, J. Venable, & J. De Gross (Eds.), Human benefits through the diffusion of information systems design science research. IFIP International Federation for Information Processing (IFIP 8.2+8.6). Boston: Springer.

    Google Scholar 

  • Alt, R., & Zimmermann, H. (2001). Introduction to special section—business models. Electronic Markets, 11(1), 3–9.

    Google Scholar 

  • Amit, R., & Zott, C. (2000). Value drivers of e-commerce business models (No. 2000–2006). Fontainebleau: INSEAD.

    Google Scholar 

  • Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493–520.

    Article  Google Scholar 

  • Amit, R., & Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41–49.

    Google Scholar 

  • Andersson, B., Bergholtz, M., Edirisuriya, A., Ilayperuma, I., Johannesson, P., Grégoire, B., et al. (2006, November 6–9). Towards a reference ontology for business models. In Proceedings of the 25th international conference on conceptual modeling (ER2006), Tucson, AZ, USA (pp. 1–16).

    Google Scholar 

  • Applegate, L. M. (2000). E-business models: Making sense of the internet business landscape. In G. Dickson & G. DeSanctis (Eds.), Information technology and the future enterprise: New models for managers (pp. 49–101). Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Applegate, L. M. (2001). Emerging E-business models: Lessons from the field. Boston: Harvard Business School.

    Google Scholar 

  • Applegate, L. M. & Collura, M. (2001). Ventro: Builder of B2B businesses. Harvard case study, 9-801-042.

    Google Scholar 

  • Baden-Fuller, C., & Morgan, M. S. (2010). Business models as models. Long Range Planning, 43, 156–171.

    Article  Google Scholar 

  • Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6), 625–641.

    Article  Google Scholar 

  • Beattie, V., & Smith, S. J. (2013). Value creation and business models: Refocusing the intellectual capital debate. The British Accounting Review, 45(4), 243–254.

    Article  Google Scholar 

  • Bellman, R., Clark, C. E., Malcolm, D. G., Craft, C. J., & Ricciardi, F. M. (1957). On the construction of a multi-stage, multi-person business game. Operations Research, 5(4), 469–503.

    Article  Google Scholar 

  • Beltramello, A., Haie-Fayle, L., & Pilat, D. (2013, February 26). Why new business models matter for green growth. OECD, France.

    Google Scholar 

  • Bely, J. (2005). La valeur client, fondation des «business models» gagnants. L'Expansion Management Review, 3, 44–53.

    Article  Google Scholar 

  • Benavent, C., & Verstraete, T. (2000). Entrepreneuriat et NTIC–construction et regénération du business model. Histoire d’entreprendre–les réalités de l’entrepreneuriat, Editions Management et Société, Caen.

    Google Scholar 

  • Betz, F. (2002). Strategic business models. Engineering Management Journal, 14(1), 14–29.

    Article  Google Scholar 

  • Boons, F., & Lüdeke-Freund, F. (2013). Business models for sustainable innovation: State-of-the-art and steps towards a research agenda. Journal of Cleaner Production, 45, 9–19.

    Article  Google Scholar 

  • Bouwman, H. (2002). The sense and nonsense of business models. In International workshop on business models, HEC Lausanne 6 p. cat. O, Projectcode: ICT.

    Google Scholar 

  • Bouwman, H., De Vos, H., & Haaker, T. (2008). Mobile service innovation and business models. Berlin: Springer.

    Book  Google Scholar 

  • Brandenburger, A. M., & Stuart, H. W. (1996). Value‐based business strategy. Journal of Economics and Management Strategy, 5(1), 5–24.

    Article  Google Scholar 

  • Brousseau, E., & Penard, T. (2006). The economics of digital business models: A framework for analyzing the economics of platforms. Review of Network Economics, 6(2), 81–110.

    Article  Google Scholar 

  • Burcham, R. (2000). New pharma business model: Can you survive IT? Pharmaceutical Executive, 20(11), 94–100.

    Google Scholar 

  • Callon, M., Millo, Y., & Muniesa, F. (2007). Market devices. Oxford: Blackwell.

    Google Scholar 

  • Callon, M., & Muniesa, F. (2005). Peripheral vision: Economic markets as calculative collective devices. Organization Studies, 26(8), 1229–1250.

    Article  Google Scholar 

  • Camponovo, G., & Pigneur, Y. (2003, April 23–26). Business model analysis applied to mobile business. In Proceedings of the 5th international conference on enterprise information systems, Angers (pp. 1–10).

    Google Scholar 

  • Casadesus-Masanell, R., & Ricart, J. E. (2007, November). Competing through business models (IESE Business School Working Paper No. 713). Boston: Harvard Business School Press.

    Google Scholar 

  • Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2–3), 195–215.

    Article  Google Scholar 

  • Chapman, R. L., Soosay, C., & Kandampully, J. (2003). Innovation in logistic services and the new business model: A conceptual framework. International Journal of Physical Distribution & Logistics Management, 33(7), 630–650.

    Article  Google Scholar 

  • Chesbrough, H. (2003). Open innovation. Boston: Harvard Business School Press.

    Google Scholar 

  • Chesbrough, H. (2006). Open business models: How to thrive in the new innovation landscape. Boston: Harvard Business School Press.

    Google Scholar 

  • Chesbrough, H. (2007a). Business model innovation: It’s not just about technology anymore. Strategy & Leadership, 35(6), 12–17.

    Article  Google Scholar 

  • Chesbrough, H. (2007b). Why companies should have open business models. MIT Sloan Management Review, 48, 22–28.

    Google Scholar 

  • Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–363.

    Article  Google Scholar 

  • Chesbrough, H. (2013). Open business models: How to thrive in the new innovation landscape. Harvard Business Press.

    Google Scholar 

  • Chesbrough, H., & Rosenbloom, R. S. (2000). The role of the business model in capturing value from innovation: Evidence from XEROX Corporation’s technology spinoff companies. Boston, MA: Harvard Business School.

    Google Scholar 

  • Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555.

    Article  Google Scholar 

  • Clancey, W. J. (1984). Classification problem solving. In Proceedings of the national conference of artificial intelligence (pp. 49–55). Austin, TX: Morgan Kaufmann.

    Google Scholar 

  • Dahan, N. M., Doh, J. P., Oetzel, J., & Yaziji, M. (2010). Corporate-NGO collaboration: Co-creating new business models for developing markets. Long Range Planning, 43(2), 326–342.

    Article  Google Scholar 

  • Daidj, N., & Isckia, T. (2009). Entering the economic models of game console manufacturers. Communications & Strategies, (73), 23.

    Google Scholar 

  • DaSilva, C. M., & Trkman, P. (2014). Business model: What it is and what it is not. Long Range Planning, 47(6), 379–389.

    Article  Google Scholar 

  • Demil, B., & Lecocq, X. (2010). Business model evolution: In search of dynamic consistency. Long Range Planning, 43, 227–246.

    Article  Google Scholar 

  • Desmarteau, A. H., & Saives, A. L. (2008, May). Opérationnaliser une définition systémique et dynamique du concept de modèle d’affaires: cas des entreprises de biotechnologie au Québec. In XVIIe Conférence de l’AIMS (pp. 28–31).

    Google Scholar 

  • Doganova, L., & Eyquem-Renault, M. (2009). What do business models do? Innovation devices in technology entrepreneurship. Research Policy, 38, 1559–1570.

    Article  Google Scholar 

  • Dottore, F. A. (1977). Data base provides business model. Computerworld, 11(44), 5.

    Google Scholar 

  • Dubosson‐Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E‐business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5–23.

    Article  Google Scholar 

  • Dunford, R., Palmer, I., & Benveniste, J. (2010). Business model replication for early and rapid internationalization: The ING direct experience. Long Range Planning, 43, 655–674.

    Article  Google Scholar 

  • Edvardsson, B., Kristensson, P., Magnusson, P., & Sundström, E. (2012). Customer integration within service development—A review of methods and an analysis of insitu and exsitu contributions. Technovation, 32(7), 419–429.

    Article  Google Scholar 

  • Elliot, S. (2002a). Research model and theoretical implications. In S. Elliot (Ed.), Electronic commerce: B2C strategies and models. Chichester, UK: Wiley.

    Google Scholar 

  • Elliot, S. (Ed.). (2002b). Electronic commerce: B2B strategies and models. Chichester, UK: Wiley.

    Google Scholar 

  • Eriksson, H., & Penker, M. (2000). Business modeling with UML—Business patterns at work. New York: Wiley.

    Google Scholar 

  • Fielt, E. (2012). A ‘service logic’ rationale for business model innovation. In EURAM Annual Conference 2012, 6–8 June 2012, Erasmus University, Rotterdam (Unpublished).

    Google Scholar 

  • Fiet, J. O., & Patel, C. (2008). Forgiving business models for new ventures. Entrepreneurship: Theory & Practice, 32(4), 749–761.

    Google Scholar 

  • Fisher, D. H., & Yoo, J. (1993). Categorization, concept learning, and problem solving: A unifying view. In G. Nakamura, R. Taraban, & D. Medin (Eds.), The psychology of learning and motivation (Vol. 29, pp. 219–255). San Diego, CA: Academic Press.

    Google Scholar 

  • Fitzsimmons, J. A., & Fitzsimmons, M. J. (1998). Service management. New York: Mac-GrawHill.

    Google Scholar 

  • Gambardella, A., & McGahan, A. M. (2010). Business-model innovation: General purpose technologies and their implications for industry structure. Long Range Planning, 43(2–3), 262–271.

    Article  Google Scholar 

  • George, G., & Bock, A. J. (2011). The business model in practice and its implications for entrepreneurship research. Entrepreneurship Theory and Practice, 35(1), 83–111.

    Article  Google Scholar 

  • Gershon, R. A. (2015a). Digital media and innovation: Management strategies for communication industries. Thousand Oaks, CA: Sage Publications.

    Google Scholar 

  • Ghaziani, A., & Ventresca, M. J. (2005). Keywords and cultural change: Frame analysis of business model public talk, 1975–2000. Sociological Forum, 20(4), 523–559. Kluwer Academic Publishers-Plenum Publishers.

    Article  Google Scholar 

  • Gordijn, J. (2002). Value-based requirements engineering—Exploring innovative E-commerce ideas. PhD thesis, Vrije Universiteit, Amsterdam.

    Google Scholar 

  • Gordijn, J., & Akkermans, J. M. (2001). Designing and evaluating eBusiness models. IEEE Intelligent Systems, 16(4), 11–17.

    Article  Google Scholar 

  • Gordijn, J., Akkermans, H., & Van Vliet, H. (2000a). What’s in an electronic business model? In R. Dieng & O. Corby (Eds.), Knowledge engineering and knowledge management methods, models, and tools (pp. 257–273). Berlin: Springer.

    Chapter  Google Scholar 

  • Gordijn, J., Akkermans, H., & Van Vliet, H. (2000b). Business modelling is not process modelling. In S. W. Liddle, H. C. Mayr, & B. Thalheim (Eds.), Conceptual modeling for e-business and the web (pp. 40–51). Berlin: Springer.

    Chapter  Google Scholar 

  • Gordijn, J., Osterwalder, A., & Pigneur, Y. (2005). Comparing two business model ontologies for designing E-business models and value constellations. In D. R. Vogel, P. Walden, J. Gricar & G. Lenart (Eds.), Proceedings of the 18th Bled electronic commerce conference (Bled 2005). Bled, Slovenija: University of Maribor.

    Google Scholar 

  • Haaker, T., Bouwman, H., & Faber, E. (2004). Balancing requirements for customer value of mobile services. BLED 2004 Proceedings, Association for Information Systems.

    Google Scholar 

  • Haaker, T., Faber, E., & Bouwman, H. (2006). Balancing customer and network value in business models for mobile services. International Journal of Mobile Communication, 4(6), 645–661.

    Article  Google Scholar 

  • Hamel, G. (2000). Leading the revolution. Boston: Harvard Business School Press.

    Google Scholar 

  • Hawkins, R. (2004). Looking beyond the Dot Com bubble: Exploring the form and function of business models in the electronic marketplace. In E-life after the dot com bust (pp. 65–81). Physica-Verlag HD.

    Google Scholar 

  • Hedman, J., & Kalling, T. (2003). The business model concept: Theoretical underpinnings and empirical illustrations. European Journal of Information Systems, 12(1), 49–59.

    Article  Google Scholar 

  • Heikkilä, J., Heikkilä, M., & Tinnilä, M. (2007). The role of business models in developing business networks. In S. A. Becker (Ed.), Electronic commerce: Concepts, methodologies, tools, and applications. Hershey, PA: Information Science Reference (an imprint of IGI Global).

    Google Scholar 

  • Holsti, O. R. (1969). Content analysis for the social sciences and humanities. Reading, MA: Addison-Wesley.

    Google Scholar 

  • Huarng, K.-H. (2013). A two-tier business model and its realization for entrepreneurship. Journal of Business Research, 66, 2102–2105.

    Article  Google Scholar 

  • Itami, H., & Nishino, K. (2010). Killing two birds with one stone: Profit for now and learning for the future. Long Range Planning, 43(2), 364–369.

    Article  Google Scholar 

  • Janssen, M., Kuk, G., & Wagenaar, R. W. (2008). A survey of web-based business models for e-government in the Netherlands. Government Information Quarterly, 25(2), 202–220.

    Article  Google Scholar 

  • Jarillo, J. C. (1995). Strategic networks. Oxford: Butterworth-Heinemann.

    Google Scholar 

  • Javalgi, R. G., Todd, P. R., Johnston, W. J., & Granot, E. (2012). Entrepreneurship, muddling through, and Indian Internet-enabled SMEs. Journal of Business Research, 65, 740–744.

    Article  Google Scholar 

  • Johnson, M. W. (2010). Seizing the white space: Business model innovation for growth and renewal. Boston: Harvard Business Press.

    Google Scholar 

  • Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57–68.

    Google Scholar 

  • Johnson, M. W., Christensen, C. M., & Kagermann, H. (2010). Reinventing your business model. Boston: Harvard Business School Press.

    Google Scholar 

  • Joyce, P., & Winch, G. (2004). A framework for codifying business models and process models in e-Business design. In W. L. Currie (Ed.), E-business models (pp. 35–64). Butterworth-Heinemann, UK: Elsevier.

    Google Scholar 

  • Kallio, J., Tinnilä, M., & Tseng, A. (2006). An international comparison of operator-driven business models. Business Process Management Journal, 12(3), 281–298.

    Article  Google Scholar 

  • Kamoun, F. (2008). Rethinking the business model with RFID. Communications of the AIS, 22(1), 635–658.

    Google Scholar 

  • Kim, W. C., & Mauborgne, R. (2000). Knowing a winning business idea when you see one. Harvard Business Review, 78(5), 129–138.

    Google Scholar 

  • Konczal, E. F. (1975). Models are for managers, not mathematicians. Journal of Systems Management, 26(165), 12–15.

    Google Scholar 

  • Kotha, S. (1998). Competing on the Internet: The case of Amazon.com. European Management Journal, 16(2), 212–222.

    Article  Google Scholar 

  • Kraemer, K. L., Dedrick, J., & Yamashiro, S. (2000). Refining and extending the business model with information technology: Dell Computer Corporation. The Information Society, 16(1), 5–21.

    Article  Google Scholar 

  • Lecocq, X., Demil, B., & Warnier, V. (2006). Le business model, un outil d’analyse stratégique. L’Expansion Management Review, 123, 96–109.

    Article  Google Scholar 

  • Leem, C. S., Suh, H. S., & Kim, D. S. (2004). A classification of mobile business models and its applications. Industrial Management and Data Systems, 104(1), 78–87.

    Article  Google Scholar 

  • Linder, J., & Cantrell, S. (2000). Changing business models: Surveying the landscape (Working Paper). Accenture Institute for Strategic Change, pp. 1–15.

    Google Scholar 

  • Lumpkin, G. T., & Dess, G. G. (2004). E-business strategies and internet business models: How the internet adds value. Organization Dynamics, 33(2), 161–173.

    Article  Google Scholar 

  • Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86–92.

    Google Scholar 

  • Mahadevan, B. (2000). Business models for Internet-based e-commerce: An anatomy. California Management Review, 42(4), 55–69.

    Article  Google Scholar 

  • Maitland, C., & Van de Kar, E. (2002). First BITA case study experiences with regard to complex value systems. In BITA-B4U symposium business models for innovative mobile services, Delft, The Netherlands.

    Google Scholar 

  • Maître, B., & Aladjidi, G. (1999). Les business models de la nouvelle économie. Paris: Dunod.

    Google Scholar 

  • Malmmose, M., Lueg, R., Khusainova, S., Iversen, P. S., & Panti, S. B. (2014). Charging customers or making profit? Business model change in the software industry. Journal of Business Models, 2(1), 19–32.

    Google Scholar 

  • Mansfield, G. M., & Fourie, L. C. H. (2004). Strategy and business models-strange bedfellows? A case for convergence and its evolution into strategic architecture. South African Journal of Business Management, 35(1), 35–44.

    Google Scholar 

  • Markides, C. C., & Charitou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18, 22–36.

    Article  Google Scholar 

  • Mason, K. J., & Leek, S. (2008). Learning to build a supply network: An exploration of dynamic business models. Journal of Management Studies, 45(4), 774–799.

    Article  Google Scholar 

  • Mayo, M. C., & Brown, G. S. (1999). Building a competitive business model. Ivey Business Journal, 63(3), 18–23.

    Google Scholar 

  • Miller, D. (1987). The structural and environmental correlates of business strategy. Strategic Management Journal, 8(1), 55–76.

    Article  Google Scholar 

  • Miller, M. C., & Islam, M. A. (1988). The definition and recognition of assets. Accounting Theory Monograph NO 7, Melbourne: Australian Accounting Research Foundation.

    Google Scholar 

  • Mitchell, D. W., & Bruckner Coles, C. (2004a). Business model innovation breakthrough moves. Journal of Business Strategy, 25(1), 16–26.

    Article  Google Scholar 

  • Mitchell, D. W., & Bruckner Coles, C. (2004b). Establishing a continuing business model innovation process. Journal of Business Strategy, 25(3), 39–49.

    Article  Google Scholar 

  • Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15–21.

    Article  Google Scholar 

  • Morris, L. (2003). Business model warfare. White Paper. The Ackoff Center for Advancement of Systems Approaches, The University of Pennsylvania.

    Google Scholar 

  • Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726–735.

    Article  Google Scholar 

  • Nadler, D., & Tushman, M. (1997). Competing by design: The power of organizational architecture. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Nielsen, C., & Bukh, P. N. (2013). Communicating Strategy: Using the business model as a platform for investor relations work (The Business Model Community Working Paper Series, 2013-10).

    Google Scholar 

  • Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach. Doctoral thesis, Présentée à l’Ecole des Hautes Etudes Commerciales de l’Université de Lausanne.

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2002). An eBusiness model ontology for modeling eBusiness. BLED 2002 Proceedings, 2

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2003). Towards business and information systems fit through a business model ontology. In Strategic Management Society conference, Baltimore, MD.

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2009a). Business model generation: A handbook for visionaries, game changers, and challengers. Amsterdam: Modderman Drukwerk.

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2009b). Business model generation. Self Publication.

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, NJ: Wiley.

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2013). Designing business models and similar strategic objects: The contribution of IS. Journal AIS, 14, 237–244.

    Google Scholar 

  • Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the Association for Information Systems, 16(1), 1.

    Google Scholar 

  • Ould, M. A. (1995). Business processes: Modelling and analysis for re-engineering and improvement (Vol. 598). Chichester: Wiley.

    Google Scholar 

  • Palo, T., & Tähtinen, J. (2011). A network perspective on business models for emerging technology-based services. Journal of Business & Industrial Marketing, 26(5), 377–388.

    Article  Google Scholar 

  • Parsons, J., & Wand, Y. (2008). Using cognitive principles to guide classification in information systems modeling. MIS Quarterly, 32(4), 839–868.

    Google Scholar 

  • Pateli, A. G., & Giaglis, G. M. (2003). A framework for understanding and analyzing ebusiness models. In Proceedings of 16th Bled eCommerce conference on eTransformation, Bled, Slovenia (pp. 329–348).

    Google Scholar 

  • Pateli, A. G., & Giaglis, G. M. (2004). A research framework for analyzing eBusiness models. European Journal of Information Systems, 13(4), 302–314.

    Article  Google Scholar 

  • Pateli, A. G., & Giaglis, G. M. (2005). Technology innovation-induced business model change: A contingency approach. Journal of Organizational Change Management, 18(2), 167–183.

    Article  Google Scholar 

  • Patzelt, H., zu KnyphausenAufsess, D., & Nikol, P. (2008). Top management teams, business models, and performance of biotechnology ventures: An upper echelon perspective. British Journal of Management, 19(3), 205–221.

    Article  Google Scholar 

  • Petrovic, O., Kittl, C., & Teksten, D. (2001, October 31–November 4). Developing business models for eBusiness. In Proceedings of the international conference on electronic commerce, Vienna (pp. 1–6).

    Google Scholar 

  • Pisano, G., & Verganti, R. (2008). Which kind of collaboration is right for you? Harvard Business Review, 82(12), 78–86.

    Google Scholar 

  • Porter, M. (1996). What is strategy? Harvard Business Review, 74(6), 61–78.

    Google Scholar 

  • Porter, M. E. (2001). Strategy and the internet. Harvard Business Review, 79(3), 62–79.

    Google Scholar 

  • Rajala, R. (2001). Software business models: A framework for analyzing software industry. Tekes.

    Google Scholar 

  • Rajala, R., & Westerlund, M. (2005). Business models: A new perspective on knowledge-intensive services in the software industry. In 18th Bled eCommerce conference eIntegration in action, Bled, Slovenia (pp. 1–15).

    Google Scholar 

  • Rajala, R., & Westerlund, M. (2007). Business models—A new perspective on firms’ assets and capabilities: Observations from the Finnish software industry. The International Journal of Entrepreneurship and Innovation, 8(2), 115–126.

    Article  Google Scholar 

  • Rasmussen, B. (2007). Business models and the theory of the firm (Working Paper). Melbourne: Victoria University of Technology.

    Google Scholar 

  • Richardson, J. (2008). The business model: An integrative framework for strategy execution. Strategic Change, 17(5–6), 133–144.

    Article  Google Scholar 

  • Saino, L. M., Saarenketo, S., Nummela, N., & Eriksson, T. (2011). Value creation of an internationalizing entrepreneurial firm, the business model perspective. Journal of Small Business and Enterprise Development, 18(3), 556–570.

    Article  Google Scholar 

  • Schweizer, L. (2005). Concept and evolution of business models. Journal of General Management, 31(2), 37–56.

    Google Scholar 

  • Seddon, P. B., & Lewis, G. P. (2003, July 10–13). Strategy and business models: What’s the difference? In 7th Pacific Asia conference on information systems, Adelaide, South Australia.

    Google Scholar 

  • Seddon, P. B., Lewis, G. P., Freeman, P., & Shanks, G. (2004). The case for viewing business models as abstraction of strategy. Communications of the Association for Information Systems, 13, 427–442.

    Google Scholar 

  • Seelos, C., & Mair, J. (2007). Profitable business models and market creation in the context of deep poverty: A strategic view. Academy of Management Perspectives, 21(4), 49–63.

    Article  Google Scholar 

  • Selz, D. (1999). Value webs: Emerging forms of fluid and flexible organization. St. Gallen: University of St. Gallen.

    Google Scholar 

  • Seppänen, M., & Mäkinen, S. (2007). Assessing business model concepts with taxonomical research criteria. Management Research News, 30(10), 735–748.

    Article  Google Scholar 

  • Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizons, 48(3), 199–207.

    Article  Google Scholar 

  • Simmons, O. E., & Gregory, T. A. (2005). Grounded action: Achieving optimal and sustainable change. Historical Social Research/Historische Sozialforschung, 1, 140–156.

    Google Scholar 

  • Slywotzky, A. (1995). Value migration. Boston: Harvard Business School Press.

    Google Scholar 

  • Slywotzky, A., & Linthicum, F. (1997). Capturing value in five moves or less: The new game of business. Strategy & Leadership, 25(1), 5–11.

    Article  Google Scholar 

  • Smith, W. K., Binns, A., & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2), 448–461.

    Article  Google Scholar 

  • Sosna, M., Trevinyo-Rodríguez, R. N., & Velamuri, S. R. (2010). Business model innovation through trial-and-error learning: The Naturhouse case. Long Range Planning, 43(2), 383–407.

    Article  Google Scholar 

  • Stähler, P. (2001). Geschäftsmodelle in der digitalen Ökonomie. Merkmale, Strategien und Auswirkungen. Dissertation, University of St. Gallen HSG.

    Google Scholar 

  • Stähler, P. (2002). Business models as an unit of analysis for strategizing. In Proceedings of the 1st international workshop on business models, Lausanne, Suisse.

    Google Scholar 

  • Stewart, D. W., & Zhao, Q. J. (2000). Internet marketing, business models, and public policy. Journal of Public Policy & Marketing, 19(2), 287–296.

    Article  Google Scholar 

  • Stone, P. J., Dunphy, D. C., Smith, M. S., & Ogilvie, D. M. (1966). The general inquirer: A computer approach to content analysis. Cambridge, MA: MIT Press.

    Google Scholar 

  • Svejenova, S., Planellas, M., & Vives, L. (2010). An individual business model in the making: A chef’s quest for creative freedom. Long Range Planning, 43(2), 408–430.

    Article  Google Scholar 

  • Talluri, S., Baker, R. C., & Sarkis, J. (1999). A framework for designing efficient value chain networks. International Journal of Production Economics, 62, 133–144.

    Article  Google Scholar 

  • Tapscott, D. (2001). Rethinking strategy in a networked world: Or why Michael Porter is wrong about the internet. Strategy + Business, (24), 1–8.

    Google Scholar 

  • Tapscott, D., Ticoll, D., & Lowi, A. (2000). Digital capital—Harnessing the power of business webs. Boston: Harvard Business School Press.

    Google Scholar 

  • Teece, D. (2010). Business model, business strategy, and innovation. Long Range Planning, 43(2–3), 172–194.

    Article  Google Scholar 

  • Tikkanen, H., Lamberg, J. A., Parvinen, P., & Kallunki, J. P. (2005). Managerial cognition, action and the business model of the firm. Management Decision, 43, 789–809.

    Article  Google Scholar 

  • Timmers, P. (1998). Business models for electronic markets. Journal on Electronic Markets, 8(2), 3–8.

    Article  Google Scholar 

  • Trimi, S., & Berbegal-Mirabent, J. (2012). Business model innovation in entrepreneurship. International Entrepreneurship and Management Journal, 8(4), 449–465.

    Article  Google Scholar 

  • van Hee, K. M. (1994). Information systems engineering: A formal approach. Cambridge: Cambridge University Press.

    Google Scholar 

  • Veit, D., Clemons, E., Benlian, A., Buxmann, P., Hess, T., Kundisch, D., et al. (2014). Business models—An information systems research agenda. Business & Information Systems Engineering—Research, 6(1), 45–53.

    Article  Google Scholar 

  • Venkatraman, N., & Henderson, J. C. (1998). Real strategies for virtual organizing. Sloan Management Review, 40(3), 33–48.

    Google Scholar 

  • Verstraete, T., Kremer, F., & Jouison-Laffitte, E. (2012). Le business model: une théorie pour des pratiques. Entreprendre & innover, (1), 7–26.

    Google Scholar 

  • Voelpel, S., Leibold, M., & Tekie, E. (2005). Escaping the red queen effect in competitive strategy: Sense-testing business models. European Management Journal, 23(1), 37–49.

    Article  Google Scholar 

  • Warnier, V., Lecocq, X., & Demil, B. (2004, June). Le business model: l’oublié de la stratégie? In présenté à la 13ème Conférence Internationale de Management Stratégique (pp. 2–4).

    Google Scholar 

  • Weill, P., & Vitale, M. R. (2001). Place to space: Migrating to eBusiness models. Boston: Harvard Business School Press.

    Google Scholar 

  • Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.

    Article  Google Scholar 

  • Winter, S. G., & Szulanski, G. (2001). Replication as strategy. Organization Science, 12(6), 730–743.

    Article  Google Scholar 

  • Wirtz, B. W. (2011). Business model management: Design—Instruments—Success factors. Wiesbaden: Gabler.

    Book  Google Scholar 

  • Wirtz, B. W., & Lihotzky, N. (2003). Customer retention management in the B2C electronic business. Long Range Planning, 36(6), 517–532.

    Article  Google Scholar 

  • Yuan, Y., & Zhang, J. J. (2003). Towards an appropriate business model for m-commerce. International Journal of Mobile Communications, 1(1–2), 35–56.

    Article  Google Scholar 

  • Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building social business models: Lessons from the Grameen experience. Long Range Planning, 43(2), 308–325.

    Article  Google Scholar 

  • Zhifang, M. (1988). Theoretical clustering and a scheme of its implementation. In Proceedings of the ACM sixteenth annual conference on Computer science Atlanta, GA (pp. 663–666).

    Google Scholar 

  • Zott, C., & Amit, R. (2002). Measuring the performance implications of business model design: Evidence from emerging growth public firms. Indsead working papers, Fontainebleau: Insead.

    Google Scholar 

  • Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–199.

    Article  Google Scholar 

  • Zott, C., & Amit, R. (2008). The fit between product market strategy and business model: Implications for firm performance. Strategic Management Journal, 29(1), 1–26.

    Article  Google Scholar 

  • Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–226.

    Article  Google Scholar 

  • Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–1042.

    Article  Google Scholar 

Internet Sources—Webography

Download references

Author information

Authors and Affiliations

  1. Faculty of International Economics, Finance and Business, UDG – University of Donja Gorica, Podgorica, Montenegro

    Zvezdan Vukanović

Authors
  1. Zvezdan Vukanović
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Vukanović, Z. (2016). Business Model Research Agenda Positioning: Conceptual Frameworks, Functions, Benefits, Rationale, Dynamics, Performance, and Economic Feasibility. In: Foreign Direct Investment Inflows Into the South East European Media Market. Media Business and Innovation. Springer, Cham. https://doi.org/10.1007/978-3-319-30512-7_2

Download citation

Publish with us

Policies and ethics

Search

Navigation